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Organizational Learning

C. Marlene Fiol and Marjorie A. Lyles
The Academy of Management Review
Vol. 10, No. 4 (Oct., 1985), pp. 803-813
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/258048
Page Count: 11
Subjects: Management & Organizational Behavior Business Sociology
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Organizational Learning
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Abstract

No theory or model of organizational learning has widespread acceptance. This paper clarifies the distinction between organizational learning and organizational adaptation and shows that change does not necessarily imply learning. There are different levels of learning, each having a different impact on the strategic management of the firm.

Notes and References

This item contains 54 references.

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